Introduction
1. Giancarlo Ghislanzoni, Stephen Heidari-Robinson, and Martin Jermiin, “Taking Organizational Design from Plan to Practice: McKinsey Global Survey Results,” McKinsey Quarterly, 2010; Aaron De Smet and Deirdre McGinty, “The Secrets of Successful Organizational Redesigns: McKinsey Global Survey Results,” McKinsey Quarterly, 2014.
Chapter 1
1. Giancarlo Ghislanzoni, Stephen Heidari-Robinson, and Martin Jermiin, “Taking Organizational Design from Plan to Practice: McKinsey Global Survey Results,” McKinsey Quarterly, 2010; Aaron De Smet and Deirdre McGinty, “The Secrets of Successful Organizational Redesigns: McKinsey Global Survey Results,” McKinsey Quarterly, 2014.
2. Other examples of reasons for reorgs are managing risk better, responding to a crisis, responding to regulatory pressure, or preparing for a divestment.
3. For further information on the challenge of managing complexity, see Julian Birkinshaw and Suzanne Heywood, “Putting Organizational Complexity in Its Place,” McKinsey Quarterly, May 2010; Julian Birkinshaw and Suzanne Heywood, “Too Big to Manage,” Wall Street Journal, October 26, 2009.
4. Steven Aronowitz, Aaron De Smet, and Deirdre McGinty, “Getting Organizational Redesign Right,” McKinsey Quarterly, June 2015.
Chapter 2
1. Sarah Burgard, Lucy Kalousova, and Kristin Seefeldt, “Perceived Job Insecurity and Health: The Michigan Recession and Recovery Study,” report 12-750, Population Studies Center Research Reports, University of Michigan, Ann Arbor, Michigan, January 2012. This report focuses on 519 employed workers in South Michigan during the Great Recession.
Chapter 3
1. Giancarlo Ghislanzoni, Stephen Heidari-Robinson, Suzanne Heywood, and Martin Jermiin, “How Do I Reorganize to Capture Maximum Value Quickly?” McKinsey Insights into Organization, 2011.
Chapter 5
1. We have a very clear view on the typical use of dotted-lines (dotted-line reporting): it generally represents a failure to define an interface properly or is the consolation prize for the loser in a contest to control staff, or is both. While multiple reporting lines are sometimes necessary, they should not be overused (as they add complexity), and when they are used, you must define both relationships. You should, for example, define everyone's roles in relation to performance management and day-to-day supervision and allocation of work. The critical thing is not just to draw a dotted line on a page and hope that people will figure out how to make it work when real-life business pressures come into play!
Chapter 6
1. Giancarlo Ghislanzoni, Stephen Heidari-Robinson, and Martin Jermiin, “Taking Organizational Design from Plan to Practice,” McKinsey Quarterly, 2010.
2. Sarah Burgard, Jennie Brand, and James House, “Perceived Job Insecurity and Health: The Michigan Recession and Recovery Study,” report 06-658, Population Studies Center Research Reports, University of Michigan, Ann Arbor, Michigan, July 2008, p. 19.
3. For example, RACI—standing for Responsible, Accountable, Consulted, and Informed.
Chapter 7
1. See William Bridges and Susan Bridges, Managing Transitions, 3rd ed. (New York: Da Capo Press, 2009), is a very good book about communications in times of change.
Appendix A
1. See also Suzanne Heywood, Dennis Layton, and Risto Penttinen, “A Better Way to Cut Costs,” McKinsey Quarterly, October 2009, which included the cases described in this appendix.
Appendix C
1. Despite “Brexit” (British exit from the EU), it is unlikely that the principles of British employment law will change significantly (given the importance of case law in the British system), even if some details are changed and recourse to the EU is ended.